This document analyzes the effects of leadership style and organizational culture on career development at the Ministry of Religious Affairs in Jambi Province, Indonesia. It finds that teachers have faced difficulties advancing in their careers, especially with promotions. The study aims to determine the influence of leadership style and organizational culture on teacher career development, both individually and simultaneously. A literature review presents theories on career development, leadership styles, and organizational culture. The study uses a quantitative approach with a survey of 151 teachers. Preliminary tests were conducted and path analysis was used to analyze the relationships between variables. The results showed that leadership style and organizational culture have a positive and significant impact on teacher career development at the Ministry of Religious Affairs in Jambi Province
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
: Stress is an individual’s response to a disturbing factor in the environment, and the consequence of
such reaction. Stress obviously involves interaction of the person and environment. Teaching profession was
once viewed as the low stressed occupation in the world. Teachers were enjoying their profession due to the
freedom they had to implement their plans in their profession. They had enough time to prepare themselves to
handle the lessons
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
The document contains answers submitted by a student named Marcelo Augusto A. Cosgayon to final examination questions for a Human Resource Management course. The answers include a comparison of Personnel Management and Human Resource Management, proposed core values and organizational structure for a fictional academic institution, and job descriptions for positions in the Department of Social Work and Community Development.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
The study investigated the differences in leadership styles exhibited by principals of public Colleges of Education in Ghana in relation to their sex, age, years of work experience, and academic qualification. The cross-sectional survey design was adopted for the study. The target population was made up of all 46 principals of public Colleges of Education in Ghana. The target population consisted of all 38 public Colleges of Education which were in existence before the absorption of eight private Colleges of Education by the government of Ghana into public system. The purposive sampling technique was used to select 38 principals for the study. The Multifactor Leadership Questionnaire developed by Bass and Avolio (2004) was adapted to collect data. Means, standard deviations, t-test and ANOVA were used to analyse the data. The findings revealed that there were no statistically significant differences in the leadership styles of the principals of public Colleges of Education in Ghana based on their sex, age, and academic qualification. However, there were statistically significant differences in the leadership styles adopted by the principals in relation to their years of work experience. It was therefore concluded that many years of experience of principals of public CoEs in Ghana is critical for good leadership in these colleges. Among the recommendations was that the National Council for Tertiary Education (NCTE) should consider years of work experience in the selection and appointment of principals for public Colleges of Education in Ghana. Additionally, in-service training and refresher courses should be organized regularly by NCTE for principals on the leadership styles suitable for achievement of objectives and goals of their colleges.
This document presents the results of a study investigating the influence of transformational leadership and organizational culture on chairman innovation at three Islamic high schools (STAIs) in Jambi Province, Indonesia. The study found:
1) Transformational leadership has a direct, positive and significant influence on chairman innovation at the STAIs.
2) Organizational culture also has a direct, positive and significant impact on chairman innovation.
3) Transformational leadership and organizational culture together have a simultaneous direct and indirect effect on chairman innovation at the STAIs in Jambi Province.
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
: Stress is an individual’s response to a disturbing factor in the environment, and the consequence of
such reaction. Stress obviously involves interaction of the person and environment. Teaching profession was
once viewed as the low stressed occupation in the world. Teachers were enjoying their profession due to the
freedom they had to implement their plans in their profession. They had enough time to prepare themselves to
handle the lessons
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
The document contains answers submitted by a student named Marcelo Augusto A. Cosgayon to final examination questions for a Human Resource Management course. The answers include a comparison of Personnel Management and Human Resource Management, proposed core values and organizational structure for a fictional academic institution, and job descriptions for positions in the Department of Social Work and Community Development.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
The study investigated the differences in leadership styles exhibited by principals of public Colleges of Education in Ghana in relation to their sex, age, years of work experience, and academic qualification. The cross-sectional survey design was adopted for the study. The target population was made up of all 46 principals of public Colleges of Education in Ghana. The target population consisted of all 38 public Colleges of Education which were in existence before the absorption of eight private Colleges of Education by the government of Ghana into public system. The purposive sampling technique was used to select 38 principals for the study. The Multifactor Leadership Questionnaire developed by Bass and Avolio (2004) was adapted to collect data. Means, standard deviations, t-test and ANOVA were used to analyse the data. The findings revealed that there were no statistically significant differences in the leadership styles of the principals of public Colleges of Education in Ghana based on their sex, age, and academic qualification. However, there were statistically significant differences in the leadership styles adopted by the principals in relation to their years of work experience. It was therefore concluded that many years of experience of principals of public CoEs in Ghana is critical for good leadership in these colleges. Among the recommendations was that the National Council for Tertiary Education (NCTE) should consider years of work experience in the selection and appointment of principals for public Colleges of Education in Ghana. Additionally, in-service training and refresher courses should be organized regularly by NCTE for principals on the leadership styles suitable for achievement of objectives and goals of their colleges.
This document presents the results of a study investigating the influence of transformational leadership and organizational culture on chairman innovation at three Islamic high schools (STAIs) in Jambi Province, Indonesia. The study found:
1) Transformational leadership has a direct, positive and significant influence on chairman innovation at the STAIs.
2) Organizational culture also has a direct, positive and significant impact on chairman innovation.
3) Transformational leadership and organizational culture together have a simultaneous direct and indirect effect on chairman innovation at the STAIs in Jambi Province.
How Organizational Climate Influences Job Satisfaction in Educational Sector ...inventionjournals
The study aims in determining the organizational climate that would result in job satisfaction among academic staff in educational settings. Adequate literature on organizational climate and job satisfaction was reviewed. Findings results into the factors that contribute to shape culture, and its results into a framework, to encompass manifestations of organizational culture in relation to academic excellence. Further researchers can use this conceptual model to include few more pre cursors to outcomes to it, also this model can be tested empirically
DETERMINANTS OF ADMINISTRATIVE EFFECTIVENESS IN HIGHER EDUCATION: A STUDY OF ...ijejournal
The present study was conducted to study the occupational efficacy, administrative Behavior and job
satisfaction of educational administrators in higher education The descriptive method of research was
employed to carry out this piece of research. A sample of 260 Educational Administrators was selected
from the existing universities of Jammu and Kashmir State. Occupational Self Efficacy Scale (OSES) by
Sanjaypot Pethe, Sushma Chowdari and Uppinar Dhar (1999), Administrative Behavior Scale (ABS)
developed by Haseen Taj and Job Satisfaction scale developed by Amar Singh and T.R Sharma were used
to collect the data. Significant positive correlation was found between occupational efficacy, administrative
Behavior and job satisfaction of educational administrators in higher education. The results also revealed
a significant difference between effective and ineffective educational administrators on all dimensions of
administrative behavior and job satisfaction.
07. mukhtar, hapzi ali, sarinah, uin jambi, www.iosrjournals.orgHapzi Ali
The document summarizes a study that analyzed the influence of managerial knowledge and organizational culture on the professionalism of principals in junior high schools in Jambi Province, Indonesia. A path analysis was conducted using data from 564 principals. The results showed that managerial knowledge and organizational culture explained 83.7% of the variance in principal professionalism. Both factors were found to have a positive and significant impact on principal professionalism partially and simultaneously. The better the knowledge and culture, the better the professionalism.
This document discusses how innovative culture can affect the relationship between management style and professional skills. It proposes two hypotheses: 1) that a Western management style will have a positive relationship with professional skills, and 2) that an Asian management style will have a positive relationship with professional skills for professionals who rate highly on traditionality. The document provides background on Asian and Western management styles, professional skills, and innovative culture. It argues that an innovative culture can act as a reinforcement factor to motivate learning and skills improvement.
This document analyzes the organizational cultures of high-performing schools (HPS) and low-performing schools (LPS) in the state of Kedah, Malaysia. The study used Cameron and Quinn's Organizational Culture Assessment Instrument to measure four types of culture - clan, adhocracy, market, and hierarchy - in two HPS and two LPS with a total of 129 teachers. The findings showed that both HPS and LPS have dominant hierarchy cultures, with HPS scoring higher. Both practiced market culture equally. LPS practiced more clan culture while both practiced little adhocracy. Teachers in both schools preferred clan culture. HPS preferred market culture more than LPS. The study aims to identify cultural differences between
This document summarizes a study that examined the relationship between job satisfaction (intrinsic and extrinsic) and organizational citizenship behavior (OCBI and OCBO) among employees at higher learning institutions in Malaysia. The study reviewed literature on OCB and job satisfaction, and developed hypotheses that intrinsic and extrinsic job satisfaction would both positively correlate with OCBI and OCBO. Surveys of employees were conducted to measure the variables and analyze their relationships. The findings and implications for understanding how job satisfaction impacts extra-role behaviors in educational organizations were then discussed.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
09. hapzi ali, martinis, ansori, iain sts jambi, www.iosrjournals.orgHapzi Ali
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
09. hapzi ali, martinis, ansori, uin jambi, www.iosrjournals.orgHapzi Ali
This document discusses a study analyzing the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. It provides background on the roles and responsibilities of lecturers in higher education. The study aims to analyze the effect of achievement motivation and organizational climate on job satisfaction individually and simultaneously. A literature review is presented on concepts of job satisfaction, achievement motivation, and organizational climate. The study found that achievement motivation and organizational climate explained 76% of job satisfaction for lecturers, while other variables explained the remaining 24%. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously.
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Leadership Style of Headmaster in Guiding the Character of Teachers in th...IJAEMSJORNAL
This research aims to (1) discover the democratic leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto, (2) to know the autocratic leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto, (3) to know the paternalistic leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto, (4) to know the laissez-faire leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto. This research was an explanatory research and the method used was survey method, whereas the number of population and the sample was 34 people. Then, from the research was obtained some results, they were: (1) the implementation of democratic leadership style in guiding the characters of teacher, it was obtained the very high category that was the average score 3,29, (2) the implementation of autocratic leadership style in guiding the characters of teacher and obtained the average score 3.00 with high category, (3) the implementation of paternalistic leadership style in guiding the characters of teacher, it was obtained the average score 3,23 included the very high category, and (4) the implementation of laissez-faire leadership style in guiding the characters of teacher, it was obtained the average score 1,32 and belonged to low category.
Positive Leadership has been introduced in numerous organizations and it has proved itself a very effective approach, able to generate extremely positive results on people and on the key business aspects, including the financials. The present paper describes a case study carried out in an Indian design academy, where Positive Leadership was introduced into two different modules corresponding to the Foundation and final years of the Design Program. Faculty were randomly selected, and they were then supported so that they could conduct their classes according to the principles of Positive Leadership. After the implementation, the results on students (their satisfaction, learning and academic success) and on faculty were analyzed and, like in so many other spheres, Positive Leadership seems to be able to produce a clear improvement of the teaching-learning process that presents an interesting opportunity for further implementation in Higher Education.
The Effect of Compensation to Commitment, Motivation Andperformance of Vocati...inventionjournals
The purpose of this study is to analyze and test whether compensation has effect towards commitment, motivation, and performance of teachers at vocational school in Samarinda City of East Kalimantan Province. The population of this study is teachers of vocational school in that are government employees. The sample frame is limited to vocational school situated in Samarinda city of East Kalimantan Province. Based on the collected data, the number of vocational school is 20 vocational school with 520 government employee teacher and 84 respondents as samples. The statistic hypothesis testing is conducted using path analysis by first calculating the correlation coefficient of each variables suspected has direct correlation, continued with determining each path coefficient of calculated correlation coefficient. The result shows that compensation variables has positive and significant effect towards commitment, motivation, and performance of vocational schools’ teachers, either directly or indirectly.
Running head: WEEK 1 DISCUSSION 1
WEEK 1 DISCUSSION 2
Week 1 Discussion
Mohammed Nousheed Ahmed
University of the Cumberlands
Abstract
This paper explores the first three chapters from the book, Essentials of organizational Behavior Robbins, and Judge (2018) which explains what is organizational behavior, diversity in organizations, main components of attitudes and how to measure the job satisfaction. It also focuses on how managers can use organizational behavior to see the value of workforce diversity, how to empower the employees, improve customer service, help employees balance work-life conflicts. Also, this paper explains diversity from many perspectives. In addition to the above topics, this paper also helps in understanding how to increase organizational effectiveness by focusing on employees’ attitudes and their job satisfaction.
Chapter one Review
Organization Behavior (OB) is defined as the study of what employees do in an organization and how their behavior effects the organizations effectiveness. In all of the organizations employees are separated in different departments based on their role and skill set. To effectively manage these departments, organizations will assign a manager who overlooks or lead the group of people/employees. These managers have a very critical role to play in making or breaking an organization. If the manager is effective and has necessary skills to manage the employees then the overall organization will be successful or else it will fail. Managers are responsible for, improving employees’ interpersonal skills, responding to economic pressure, creating positive environment, improving ethical behavior of the employees’ etc. Organizational behavior gathers the employees’ behavior in an organization based on different values like, how well they are treated, what kind of training is provided, how managers are helping them in achieving work-life balance etc. and applies that knowledge to increase organization’s effectiveness.
Chapter two review
This chapter deals with the diversity in an organization. Diversity is based on three variables, biographical, ability and programs. Biographical diversity or characteristics have very minimal impact on the job performance, but that doesn’t mean that the organizations should not consider biographical diversity. Also, managers need to learn both surface level and deep level diversities in order to bring the best out of their employees’. Management should provide training more frequently, not one shot training, to its employees so that they can understand the values of other employees and can work together. Also, management have an effective recruitment process while selecting the employees’ which are better fit for the job description and the team. Diversity management should happen at levels of the management and across different stages from hiring, retention, promotio.
This document discusses strengthening the creative transformational leadership of primary school teachers. It aims to study the components and indicators of creative transformational leadership, examine the existing and desirable levels of leadership, develop a program to strengthen leadership, and evaluate the results. The research found five elements of creative transformational leadership: vision, intellectual stimulation, creativity, inspirational motivation, and flexibility. It developed a program with five modules corresponding to these elements and a coaching/mentoring guideline. Implementing the program significantly improved teachers' creative transformational leadership levels.
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
Expounding Motivational Consequence to Teachers Achievementijtsrd
This research determined the over all performance of the Senior High School teachers in relation to their motivational factors. This study used a descriptive research The respondents were the teachers of the Senior High School Department who rendered minimum of 2 years of service were being surveyed. A modified teacher's evaluation instrument was used. The results were validated using the following statistical tools Percentage, Weighted Mean and the Analysis of Variance. Results of the study show that there is a significant relationship between the motivational factors and the teaching performance of teachers. Human Resource programs of the organization should be enhanced in order to address the needs of the teachers thus increase more motivation and productivity. Jessa M. Salinas | Roberto L. Suson "Expounding Motivational Consequence to Teachers Achievement" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26415.pdfPaper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/26415/expounding-motivational-consequence-to-teachers-achievement/jessa-m-salinas
SCHOOL CLIMATE AND ORGANIZATIONAL CITIZENSHIP BEHAVIORijejournal
This study looks at some significant variables in Adventist schools in relation to organizational citizenship behavior (OCB). The study is designed to address the problem, “To what extent does the school climate relate to the OCB of the teachers?” The study seeks to provide a better theoretical understanding of OCB in Adventist schools in Kenya. One of the elements that enhance the performance of an organization is the OCB of its workers. Although OCB is important, little is known about the factors contributing to willingness of teachers going an extra mile in their workplace. The respondents were 170 teachers from Adventist schools in Kenya. The teachers responded to 2 instruments along with demographic variables.These were the Organizational Climate Index and Organizational Citizenship Behavior Scale.
· If we accept the fact that we may need to focus more on teaching.docxalinainglis
· If we accept the fact that we may need to focus more on teaching civic responsibility, how can this work with both "policies and people" in the school where you become principal?
In order to increase the focus on teaching civic responsibility, policy must be in place supporting this goal. A school leader must be willing to invest time and funds into planning, training, and implementing curriculum that emphasizes civics. Staff members may have different levels of interest, understanding, and comfort when it comes to incorporating civic responsibility into their teaching, so providing professional development in this area would be critical. The strategic plan for integrating civic responsibility and the expectations for each teacher’s involvement should be clearly communicated. In addition to establishing these policies regarding civics education, the school leader and teachers must work to model civic responsibility. In addition to sharing his or her vision for increased focus on civics with the school staff, the school leader should work to share his or her vision with school board members, other district personnel including the superintendent, and the greater community. Lastly, school leaders need to support their staff as they take risks and work to develop and implement new activities, discussions, and projects centered around teaching civic responsibility.
· How will you lead your staff in this part of the curriculum?
In leading my staff in this part of the curriculum, I would work to secure professional development related to civic responsibility, as this is not an area that I have expertise in, and work as a staff to develop our vision and implementation goals. I would also provide examples such as the work of the exemplar schools described in the article in integrating civic responsibility across all content areas, implementing service-learning programs, and creating partnerships between the school and community. I would also work within PLTs to develop ways that civic responsibility could be incorporated within their curriculum and remind them that they have my support as they embark on this endea
Required Resources
Text
Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from https://ashford.content.edu
· Chapter 8: Leadership
Articles
Austen, B. (2012, July 23). The story of Steve Jobs: An inspiration or a cautionary tale? (Links to an external site.)Links to an external site.Wired. Retrieved fom http://www.wired.com/2012/07/ff_stevejobs/all/
Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review. 84(4), 60-70. Retrieved from EBSCOhost database
Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home depot (Links to an external site.)Links to an external site.. Business Week.
Retrieved from http://www.businessweek.com/stories/2007-01-14/out-at-home-depot
Stark, A. (1993). What's the matter with business ethics? Harvard Business Review, 71(3), 38-48. .
1) The document discusses a study analyzing the effect of principal supervision knowledge and interpersonal communication on principal accountability in junior high schools in Jambi Province, Indonesia.
2) The study found that principal supervision knowledge and interpersonal communication both positively and significantly impact principal accountability. Better knowledge of supervision and communication lead to better accountability.
3) The study used a quantitative survey method with 123 principal samples and found that supervision knowledge and interpersonal communication each have a partial positive and significant effect on principal accountability, and together have a simultaneous positive and significant effect.
How Organizational Climate Influences Job Satisfaction in Educational Sector ...inventionjournals
The study aims in determining the organizational climate that would result in job satisfaction among academic staff in educational settings. Adequate literature on organizational climate and job satisfaction was reviewed. Findings results into the factors that contribute to shape culture, and its results into a framework, to encompass manifestations of organizational culture in relation to academic excellence. Further researchers can use this conceptual model to include few more pre cursors to outcomes to it, also this model can be tested empirically
DETERMINANTS OF ADMINISTRATIVE EFFECTIVENESS IN HIGHER EDUCATION: A STUDY OF ...ijejournal
The present study was conducted to study the occupational efficacy, administrative Behavior and job
satisfaction of educational administrators in higher education The descriptive method of research was
employed to carry out this piece of research. A sample of 260 Educational Administrators was selected
from the existing universities of Jammu and Kashmir State. Occupational Self Efficacy Scale (OSES) by
Sanjaypot Pethe, Sushma Chowdari and Uppinar Dhar (1999), Administrative Behavior Scale (ABS)
developed by Haseen Taj and Job Satisfaction scale developed by Amar Singh and T.R Sharma were used
to collect the data. Significant positive correlation was found between occupational efficacy, administrative
Behavior and job satisfaction of educational administrators in higher education. The results also revealed
a significant difference between effective and ineffective educational administrators on all dimensions of
administrative behavior and job satisfaction.
07. mukhtar, hapzi ali, sarinah, uin jambi, www.iosrjournals.orgHapzi Ali
The document summarizes a study that analyzed the influence of managerial knowledge and organizational culture on the professionalism of principals in junior high schools in Jambi Province, Indonesia. A path analysis was conducted using data from 564 principals. The results showed that managerial knowledge and organizational culture explained 83.7% of the variance in principal professionalism. Both factors were found to have a positive and significant impact on principal professionalism partially and simultaneously. The better the knowledge and culture, the better the professionalism.
This document discusses how innovative culture can affect the relationship between management style and professional skills. It proposes two hypotheses: 1) that a Western management style will have a positive relationship with professional skills, and 2) that an Asian management style will have a positive relationship with professional skills for professionals who rate highly on traditionality. The document provides background on Asian and Western management styles, professional skills, and innovative culture. It argues that an innovative culture can act as a reinforcement factor to motivate learning and skills improvement.
This document analyzes the organizational cultures of high-performing schools (HPS) and low-performing schools (LPS) in the state of Kedah, Malaysia. The study used Cameron and Quinn's Organizational Culture Assessment Instrument to measure four types of culture - clan, adhocracy, market, and hierarchy - in two HPS and two LPS with a total of 129 teachers. The findings showed that both HPS and LPS have dominant hierarchy cultures, with HPS scoring higher. Both practiced market culture equally. LPS practiced more clan culture while both practiced little adhocracy. Teachers in both schools preferred clan culture. HPS preferred market culture more than LPS. The study aims to identify cultural differences between
This document summarizes a study that examined the relationship between job satisfaction (intrinsic and extrinsic) and organizational citizenship behavior (OCBI and OCBO) among employees at higher learning institutions in Malaysia. The study reviewed literature on OCB and job satisfaction, and developed hypotheses that intrinsic and extrinsic job satisfaction would both positively correlate with OCBI and OCBO. Surveys of employees were conducted to measure the variables and analyze their relationships. The findings and implications for understanding how job satisfaction impacts extra-role behaviors in educational organizations were then discussed.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
09. hapzi ali, martinis, ansori, iain sts jambi, www.iosrjournals.orgHapzi Ali
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
09. hapzi ali, martinis, ansori, uin jambi, www.iosrjournals.orgHapzi Ali
This document discusses a study analyzing the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. It provides background on the roles and responsibilities of lecturers in higher education. The study aims to analyze the effect of achievement motivation and organizational climate on job satisfaction individually and simultaneously. A literature review is presented on concepts of job satisfaction, achievement motivation, and organizational climate. The study found that achievement motivation and organizational climate explained 76% of job satisfaction for lecturers, while other variables explained the remaining 24%. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously.
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Leadership Style of Headmaster in Guiding the Character of Teachers in th...IJAEMSJORNAL
This research aims to (1) discover the democratic leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto, (2) to know the autocratic leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto, (3) to know the paternalistic leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto, (4) to know the laissez-faire leadership style in guiding the characters of teachers at Public Senior High School 2 Limboto. This research was an explanatory research and the method used was survey method, whereas the number of population and the sample was 34 people. Then, from the research was obtained some results, they were: (1) the implementation of democratic leadership style in guiding the characters of teacher, it was obtained the very high category that was the average score 3,29, (2) the implementation of autocratic leadership style in guiding the characters of teacher and obtained the average score 3.00 with high category, (3) the implementation of paternalistic leadership style in guiding the characters of teacher, it was obtained the average score 3,23 included the very high category, and (4) the implementation of laissez-faire leadership style in guiding the characters of teacher, it was obtained the average score 1,32 and belonged to low category.
Positive Leadership has been introduced in numerous organizations and it has proved itself a very effective approach, able to generate extremely positive results on people and on the key business aspects, including the financials. The present paper describes a case study carried out in an Indian design academy, where Positive Leadership was introduced into two different modules corresponding to the Foundation and final years of the Design Program. Faculty were randomly selected, and they were then supported so that they could conduct their classes according to the principles of Positive Leadership. After the implementation, the results on students (their satisfaction, learning and academic success) and on faculty were analyzed and, like in so many other spheres, Positive Leadership seems to be able to produce a clear improvement of the teaching-learning process that presents an interesting opportunity for further implementation in Higher Education.
The Effect of Compensation to Commitment, Motivation Andperformance of Vocati...inventionjournals
The purpose of this study is to analyze and test whether compensation has effect towards commitment, motivation, and performance of teachers at vocational school in Samarinda City of East Kalimantan Province. The population of this study is teachers of vocational school in that are government employees. The sample frame is limited to vocational school situated in Samarinda city of East Kalimantan Province. Based on the collected data, the number of vocational school is 20 vocational school with 520 government employee teacher and 84 respondents as samples. The statistic hypothesis testing is conducted using path analysis by first calculating the correlation coefficient of each variables suspected has direct correlation, continued with determining each path coefficient of calculated correlation coefficient. The result shows that compensation variables has positive and significant effect towards commitment, motivation, and performance of vocational schools’ teachers, either directly or indirectly.
Running head: WEEK 1 DISCUSSION 1
WEEK 1 DISCUSSION 2
Week 1 Discussion
Mohammed Nousheed Ahmed
University of the Cumberlands
Abstract
This paper explores the first three chapters from the book, Essentials of organizational Behavior Robbins, and Judge (2018) which explains what is organizational behavior, diversity in organizations, main components of attitudes and how to measure the job satisfaction. It also focuses on how managers can use organizational behavior to see the value of workforce diversity, how to empower the employees, improve customer service, help employees balance work-life conflicts. Also, this paper explains diversity from many perspectives. In addition to the above topics, this paper also helps in understanding how to increase organizational effectiveness by focusing on employees’ attitudes and their job satisfaction.
Chapter one Review
Organization Behavior (OB) is defined as the study of what employees do in an organization and how their behavior effects the organizations effectiveness. In all of the organizations employees are separated in different departments based on their role and skill set. To effectively manage these departments, organizations will assign a manager who overlooks or lead the group of people/employees. These managers have a very critical role to play in making or breaking an organization. If the manager is effective and has necessary skills to manage the employees then the overall organization will be successful or else it will fail. Managers are responsible for, improving employees’ interpersonal skills, responding to economic pressure, creating positive environment, improving ethical behavior of the employees’ etc. Organizational behavior gathers the employees’ behavior in an organization based on different values like, how well they are treated, what kind of training is provided, how managers are helping them in achieving work-life balance etc. and applies that knowledge to increase organization’s effectiveness.
Chapter two review
This chapter deals with the diversity in an organization. Diversity is based on three variables, biographical, ability and programs. Biographical diversity or characteristics have very minimal impact on the job performance, but that doesn’t mean that the organizations should not consider biographical diversity. Also, managers need to learn both surface level and deep level diversities in order to bring the best out of their employees’. Management should provide training more frequently, not one shot training, to its employees so that they can understand the values of other employees and can work together. Also, management have an effective recruitment process while selecting the employees’ which are better fit for the job description and the team. Diversity management should happen at levels of the management and across different stages from hiring, retention, promotio.
This document discusses strengthening the creative transformational leadership of primary school teachers. It aims to study the components and indicators of creative transformational leadership, examine the existing and desirable levels of leadership, develop a program to strengthen leadership, and evaluate the results. The research found five elements of creative transformational leadership: vision, intellectual stimulation, creativity, inspirational motivation, and flexibility. It developed a program with five modules corresponding to these elements and a coaching/mentoring guideline. Implementing the program significantly improved teachers' creative transformational leadership levels.
The Impact Of Compansation Systemand Career Planning On Organizational Commit...inventionjournals
The purpose of the study is to analyse the impact of compensation and career plannng on organzational commitment. This study uses survey method to 113 lecturers as respondents. The data is then processed by multiple regression.The results showed that the Compensation, Career Planning, on Organizational Commitment. It can be concluded to encourage lecturers to do research publication it is necessary to apply the system of compensation based on the performance appraisal system elements of research faculty and careers to include research as compulsory elements that must be met lecturers to improve his career. With the compensation system and a good career planning can ultimately increase organizational commitment.The conclusion of this study is compensated significantly influential on organizational commitment at the 90% confidence level
Expounding Motivational Consequence to Teachers Achievementijtsrd
This research determined the over all performance of the Senior High School teachers in relation to their motivational factors. This study used a descriptive research The respondents were the teachers of the Senior High School Department who rendered minimum of 2 years of service were being surveyed. A modified teacher's evaluation instrument was used. The results were validated using the following statistical tools Percentage, Weighted Mean and the Analysis of Variance. Results of the study show that there is a significant relationship between the motivational factors and the teaching performance of teachers. Human Resource programs of the organization should be enhanced in order to address the needs of the teachers thus increase more motivation and productivity. Jessa M. Salinas | Roberto L. Suson "Expounding Motivational Consequence to Teachers Achievement" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26415.pdfPaper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/26415/expounding-motivational-consequence-to-teachers-achievement/jessa-m-salinas
SCHOOL CLIMATE AND ORGANIZATIONAL CITIZENSHIP BEHAVIORijejournal
This study looks at some significant variables in Adventist schools in relation to organizational citizenship behavior (OCB). The study is designed to address the problem, “To what extent does the school climate relate to the OCB of the teachers?” The study seeks to provide a better theoretical understanding of OCB in Adventist schools in Kenya. One of the elements that enhance the performance of an organization is the OCB of its workers. Although OCB is important, little is known about the factors contributing to willingness of teachers going an extra mile in their workplace. The respondents were 170 teachers from Adventist schools in Kenya. The teachers responded to 2 instruments along with demographic variables.These were the Organizational Climate Index and Organizational Citizenship Behavior Scale.
· If we accept the fact that we may need to focus more on teaching.docxalinainglis
· If we accept the fact that we may need to focus more on teaching civic responsibility, how can this work with both "policies and people" in the school where you become principal?
In order to increase the focus on teaching civic responsibility, policy must be in place supporting this goal. A school leader must be willing to invest time and funds into planning, training, and implementing curriculum that emphasizes civics. Staff members may have different levels of interest, understanding, and comfort when it comes to incorporating civic responsibility into their teaching, so providing professional development in this area would be critical. The strategic plan for integrating civic responsibility and the expectations for each teacher’s involvement should be clearly communicated. In addition to establishing these policies regarding civics education, the school leader and teachers must work to model civic responsibility. In addition to sharing his or her vision for increased focus on civics with the school staff, the school leader should work to share his or her vision with school board members, other district personnel including the superintendent, and the greater community. Lastly, school leaders need to support their staff as they take risks and work to develop and implement new activities, discussions, and projects centered around teaching civic responsibility.
· How will you lead your staff in this part of the curriculum?
In leading my staff in this part of the curriculum, I would work to secure professional development related to civic responsibility, as this is not an area that I have expertise in, and work as a staff to develop our vision and implementation goals. I would also provide examples such as the work of the exemplar schools described in the article in integrating civic responsibility across all content areas, implementing service-learning programs, and creating partnerships between the school and community. I would also work within PLTs to develop ways that civic responsibility could be incorporated within their curriculum and remind them that they have my support as they embark on this endea
Required Resources
Text
Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from https://ashford.content.edu
· Chapter 8: Leadership
Articles
Austen, B. (2012, July 23). The story of Steve Jobs: An inspiration or a cautionary tale? (Links to an external site.)Links to an external site.Wired. Retrieved fom http://www.wired.com/2012/07/ff_stevejobs/all/
Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review. 84(4), 60-70. Retrieved from EBSCOhost database
Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home depot (Links to an external site.)Links to an external site.. Business Week.
Retrieved from http://www.businessweek.com/stories/2007-01-14/out-at-home-depot
Stark, A. (1993). What's the matter with business ethics? Harvard Business Review, 71(3), 38-48. .
1) The document discusses a study analyzing the effect of principal supervision knowledge and interpersonal communication on principal accountability in junior high schools in Jambi Province, Indonesia.
2) The study found that principal supervision knowledge and interpersonal communication both positively and significantly impact principal accountability. Better knowledge of supervision and communication lead to better accountability.
3) The study used a quantitative survey method with 123 principal samples and found that supervision knowledge and interpersonal communication each have a partial positive and significant effect on principal accountability, and together have a simultaneous positive and significant effect.
08. mukhtar, hapzi ali, yesi elfita, uin jambi, www.iosrjournals.orgHapzi Ali
1) The document discusses a study analyzing the effect of principal supervision knowledge and interpersonal communication on principal accountability in junior high schools in Jambi Province, Indonesia.
2) The study found that principal supervision knowledge and interpersonal communication both had a positive and significant impact on principal accountability.
3) Specifically, the study found that better principal supervision knowledge and interpersonal communication skills were associated with higher levels of principal accountability.
1) The document discusses a study analyzing the effect of principal supervision knowledge and interpersonal communication on principal accountability in junior high schools in Jambi Province, Indonesia.
2) The study found that principal supervision knowledge and interpersonal communication both had a positive and significant impact on principal accountability.
3) Specifically, the study found that principal supervision knowledge and interpersonal communication each positively influenced principal accountability, and that taken together they had a significant combined effect on principal accountability.
This document discusses a study that analyzed the effect of principal supervision knowledge and interpersonal communication on principal accountability in junior high schools in Jambi Province, Indonesia. The study used a quantitative survey method with 123 principal samples. The results showed that: 1) Principal supervision knowledge has a positive and significant effect on principal accountability; 2) Interpersonal communication influences principal accountability; and 3) Principal supervision knowledge and interpersonal communication together have a positive and significant impact on principal accountability in Jambi Province junior high schools. The better the principal's supervision knowledge and interpersonal communication, the better their accountability will be.
Running Head Leadership and management1Leadership and man.docxjeanettehully
Running Head: Leadership and management
1
Leadership and management
10
Leadership and Management
Student Name
Institution-Affiliated
Introduction
For organizations to run and operate smoothly, the individual abilities and inputs into the organization in terms of work responsibilities, effectiveness and teamwork are very important in meeting and working toward the achievement of the organization's visions and objectives. However, since not everyone is always visionary and motivated towards the goals of the organization, leaders or persons from within or without the organization take up the role and responsibilities of ensuring that all people within the organization understand the direction or vision of the organization and work toward it. In other words, leadership is the ability of an individual to develop an organization's visions and goals and direct or influence others into adopting the vision for the benefit of the organization.
With the understanding of the role of a leader in identifying with the vision of the organization and the need to influence others towards the same vision comes another important aspect, which requires that persons holding or entrusted with leadership positions in the organization make the teamwork towards the achievement of the organization's vision and objectives. This provides the management concept, which involves influencing others to work together as a team towards achieving the set objectives of the organizations. Management of people is not an easy task, as it involves influencing people with different personal attributes, attitudes, ambitions and skills to work together towards a common goal, and, therefore, requires prudence/skills in recruitment, planning, organizing, motivating, delegation of duties and overall supervision to ensure that the organization has the right persons with the right skills and properly facilitated.
In addition, for one to perform optimally and efficiently as leaders, they require important qualities and skill sets to not only identify the right persons to work with but to also be able to direct and influence them to work together towards the vision and objectives of the organization. Because of the importance that is attached to effective leadership, numerous studies on the topic have been produced. The purpose of this paper and consequently its hypothesis is to study the qualities necessary and important in leadership while giving importance and consideration to Saint Leo Core values of respect and the CSHSE standards on the analysis of understanding.
Saint Leo Core Values
The objective of Saint Leo is to ensure balanced growth to all its members not only in mind but also in body and spirit. To achieve its objective, Saint Leo is rooted in 6 core principles. First, respect. The Saint Leo community is comprised of different people with different demographics such as age, ethnicity, cultural and socioeconomic backgrounds, and even different religions. To promote harmony a ...
Analyzing The Impact Of Higher Education CommissioKarla Long
This document analyzes the impact of policies by Pakistan's Higher Education Commission (HEC) on motivating faculty members at Jamshoro Education City universities. It aims to study how HEC's promotion policies between 2002-2012 impacted faculty qualifications, publications, and performance. A survey was administered to 190 randomly selected faculty members across three universities to understand the relationship between HEC policies and intrinsic/extrinsic motivation factors like empowerment, competence, recognition, salary, benefits, and promotions. The study found HEC policies increased faculty qualifications and publications during the tenure periods. A positive relationship was also found between intrinsic and extrinsic motivation, though promotions had a negative relationship possibly due to tough criteria. Overall, HEC policies did not significantly
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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1. IOSR Journal of Business and Management (IOSR-JBM)
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 18, Issue 11. Ver. IV (November. 2016), PP 65-74
www.iosrjournals.org
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 65 | Page
Analysis of Leadership Style and Oranizational Culture Effect on
Career Development at Ministry Religious Affairs in Jambi
Province
Prof. Dr. Mukhtar*, Prof. Dr. Hapzi Ali, CMA**,
Dr. Siti Raudhatul Jannah***
* Professor and Director of Graduate IAIN STS, Jambi Indonesia
** Professor of the Graduate Management Mercubuana University, Jakarta, Indonesia
*** Lecturer IAIN STS, Jambi Indonesia
Abstract: Teacher career development as a quality improvement process personal toward career paths are
influenced by many factors, such as organizational, cultural factors and individual factors. This study aimed to
analyze the influence of Leadership Style and Culture Organization of the Career Development of Teachers
either partially or simultaneously on a religious ministry Jambi Province. The study was conducted at Islamic
schools in the ministry of religious affairs in the province of Jambi. Population 3 study area totaled 1004 with a
sample of 151 teachers were taken by using proportional stratified random sampling technique. Quantitative
research using path analysis tools continued with determination analysis, t test and F test with alpha 5 percent.
Analysis tools with SPSS 22.0 for windows. The results showed that the leadership style and organizational
culture positive and significant impact on Career Development at the Ministry of Religious Teachers of Jambi
Province.
Keyword: Leadership Style, Organizational Culture, Career Development.
I. Introduction
Career development is a result of the interaction between an individual's career with the career
management process of the organization. Every individual who works in an organization will have expectations
as recompense for the sacrifices or achievements that contributed to the organization. One hope is to reach a
position or a better position than previously, a career is a need for every employee.
career in organizational life as a whole person for the purpose of work performed and positions lap by
someone during her work. Although it is difficult to find a universal pattern of the careers of everyone because
that happens to be very diverse. There are people who achieve career advancement based on a specific plan but
there also achieve career advancement without a plan (Siagian, 2012: 206). One indicator of career development
is satisfactory job performance. Promotion / job is one measure of job performance is satisfactory.
Position educators as one functional position also requires certain conditions in order to develop a
career. It is stipulated in the Regulation of the Minister of Administrative Reform and Bureaucratic Reform
(Candy PANRB) No. 16 of 2009 dated 10 November 2009. In these candies arranged on the functional position
of teachers (Article 12) and the total number of credits that must be met for each level of the position (Article
17). Additionally arranged also in Regulation together with the minister and the head of BKN no. 03 / V / NT /
2010 and No. 14 of 2010 on the instructions of teachers and the implementation of functional credit number.
Furthermore PERBES issue No. 14 of 2014 which in Article 16, paragraph 1 states that: "The promotion may be
considered at least two years in the rank of" enabling teachers to be able to apply for promotions and parties
every two years.
Departing from these regulations, it can be said that the career development of teachers at the Ministry
of Religious Affairs in the Office of Jambi province in line with expectations yet ideal. Within the last 5 years
there are some educators who have difficulties in terms of promotion. This is not in line with expectations for
preferably within 2 years educators have been able to develop his career in terms of promotion.
Difficulties educators in the development of his career especially noticeable when they will take care of
the promotion of the group IIID to IV / a and in particular from the class IV / A to IV / b and so on. It is, as can
be seen in the following graph:
2. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 66 | Page
Figure 1: Graph of rank educators at the Ministry of Religious in Jambi Province
The graph shows that career educators civil servants and teaching at madrassas in the province of
Jambi more is in group III / a. As for class III / b and so look down even to the Group IV / b be a difficult thing.
Educators is in group III / d have difficulties to move up to class IV / a and when it is in group IV / a is very
difficult to go up to the IV / b. The number of teachers who are in Group IV / a does not seem a significant
increase over 5 years. This indicates that the educators in Jambi province have constraints in terms of career
development, especially in terms of promotions.
This study was conducted to analyze: 1) The effect of leadership style on career development; 2) The
influence of organizational culture on career development; and 3) The effect of leadership style and
organizational culture simultaneously to career development.
II. Literature Review and Hypothesis
Career Development
The theory of career development can be seen from the two types of theories, namely the structural
theory and the theory of development. Structural theory focuses on individual characteristics and tasks in an
office. This theory is also known as the theory of the nature and factors (trait and factor theory) constructed by
(Frank Parson's, 1920). This theory is based on three things: first, an accurate knowledge of the self; second, the
knowledge of sfesifikasi work; Third, the ability to adjust between two things (people and nature). Factors
contained in career development: first, a clear understanding of self, attitudes, abilities, interests, interests, and
resources; second, the knowledge of the requirements of a success, strengths and weakness, compensation,
opportunities, and employment prospects; Third, the true reason of the relationship the two groups of actions.
The theory of development and self-concept (developmental-self concept theory) coined by Donald
Super in the 1950s the view that the career development of each individual is work experience lifelong someone
who can be divided into several stages starting from the initial intention to work and end with retirement
(Gayani : 165).
The starting point of career development starts from the employees themselves. Each person is
responsible for the development or career advancement. After a strong personal commitment, do some
development activities including; work performance, exposure, resignation, organizational loyalty, mentor and
sponsor, as well as opportunities to grow. The most important activities to advance your career is a good
performance because it underlies the development and career advancement. Career development is also
determined by the exposure that became known by the people who decide promotions, transfers, and other
career opportunities.
If one looks at the progress or development of better career elsewhere, then he can request stops as a
way to achieve career goals. Organizational loyalty also determine the progress and career development. Low
organizational loyalty are generally found in themselves the new scholars and professionals. Mentor and
sponsors are also important in the development of the organization. A mentor is a person who offers career
guidance, while informal links are people in the organization who can create career development opportunities
for others. Lastly, if the employee improve its ability, for example through training, courses, further education,
the means they have used the opportunity to grow (Sunyoto, 2013: 187-188).
Leadership Style
Leadership style can be understood as the way in which leaders in influencing followers. Leadership
style is also the norms of behavior that is used by someone when the person is trying to influence the behavior
3. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 67 | Page
of others as she sees. Thus aligning the perception among the people that will affect the ones that would be
affected become very important position (Thoha, 2010: 49).
Leadership studies at the University of Iowa in the late 1930s that in [pioneered by Ronald Lippitt and
Ralph K. White, under the leadership of Kurt Lewin identified three styles of leadership, namely: first, the
autocratic style characterized by centralized authority and participation of members of the low; second, the
democratic style where there is the involvement and participation of members of the high and feedback; and
third, the style of laissez faire (Luthans 2006, 639).
Very comprehensive theory emerging from the study at Ohio State in the late 1940s identified the two
dimensions of leadership styles. First, the structure of the initiator (initiating structure) means the leadership role
in identifying its role and the role of each member, this will include behavior that seeks to organize the work,
labor relations, and purpose. Second, consideration (consideration), that is to say to what extent the relationship
work of someone who is characterized by trust and respect the leader of the ideas and feelings of each member
of the group (Robbins and Judge, 2015: 251).
Oranizational Culture
Organizational culture is also defined as a social knowledge in an organization that includes rules,
norms, and values that shape the attitudes and behavior of employees, it is that the definition submitted by
J.Chatman and DL Caldwell in Colquitt, et al, as follows: "Organizational culture as the shared social
knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behavior of
its employees (Colquitt, et al, 2009: 546).
William Ouchi with Z theory concentrates on organizational culture as a whole. That's why not only
berkonstrasi Z theory on attitudes and behavior of the supervisor but the differences of each culture
organizations in running the organization. Theory Z considers that culture include long-term work, decision
making, individual responsibility, evaluation and promotion, control systems informal performance
measurement that explicitly turn, career paths, and a commitment to every aspect of the lives of the members /
employees (Lunenburg, 2011: 5) ,
Daniel R. Denison with the model developed has given beliefs and assumptions which represent the
deepest levels of the organizational culture. Denison organizational culture in perspective has derived from the
basic foundations: first, a cultural component at the surface level, such as: values and artifacts that can be
observed include symbols, rituals and so forth; second, the behavior and actions (Shakil Ahmad, 2012: 51).
Cultural profile that is based on a survey conducted by Denison found four cultural dimensions: first,
the mission consists of strategic direction, goals, and vision. Successful organizations have clear objectives,
which defines the direction of the organization's goals and strategic objectives and expressing a vision of how
the organization will look like; second, the consistency is composed of a primary value, approvals, coordination
and integration.
Organizations tend to be effective because they have a culture of "strong" a very consistent, well
coordinated, and well integrated; third, engagement consists of empowerment, group orientation, and
development capabilities. Effective organizations empower their employees, build their organization around the
team, and develop human capacity at all levels; and fourth, the adaptation consists of creating change, customer
focus, and organizational learning. Adaptable organization driven by their customers, take risks and learn from
their mistakes, and have the ability and experience to create change (Denison in Ahmad, 2012; 51).
Based on the background, the purpose of the study is to assess and analyze:
1) Influence of Leadership Style on Career Development;
2) Influence of Organizational Culture on Career Development; and
3) Effect of Leadership Style and Culture Organization of the Career Development of teachers either partially
or simultaneously on a religious ministry Jambi Province.
Conceptual Framework
Based on previous studies, can be drawn between variables hubunan leadership style influence on
career development is partially based on research conducted by Kathrin Kochan and Pierre-Ludwig Heinze
(2012: 62-67). Organizational culture influence on career development is partially based on research conducted
by Shuaib Ahmad, et al (2014: 56), Shahid Rasool, et al (2012: 299), and W.P. Richard Wickramaratne (2013:
79).
Career development (Y), built with dimensions and or indicator: Achievement is satisfactory, known
others, faithful to the organization, Utilization coach, support colleagues, and opportunities to develop.
Leadership style (X1) was built with dimensions and or indicator: Authority leadership, participation in decision
making, the Authority took the decision himself, Hak member and Building Trust. Organizational culture (X2)
built with dimensions and or indicator: Mission, Consistency, Involvement, and Adaptation. Conceptual
Framework then this study as shown below:
4. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 68 | Page
Figure2: Conceptual Framework
Based on research objectives and reviews the theory, the hypothesis of the study are:
1) Leadership Styles affect the Career Development;
2) Organizational Culture influence on Career Development; and
3) Style of Leadership and Organizational Culture influence the career development of teachers either partially
or simultaneously on a religious ministry Jambi Province.
III. Research Methods
This research was conducted using a quantitative approach associative with survey method and using
the technique of path Analysis. Path analysis was first developed in 1920 by a geneticist (Sewall Wright) is used
to analyze the patterns of relationships between variables in order to determine the effect of directly or
indirectly, a set of independent variables (exogenous) to the dependent variable (endogenous). (Riduan and
Kuncoro, 2008: 1-2).
Three overall population of the study area amounted to 1004 people. Of the population, it is taken as a
sample of educators. In the study population is heterogeneous, so if the population is large (more than 100), can
be taken between 10% - 15% or 20% - 25% or more (Riduan and Kuncoro, 2008: 49). Roscoe, as cited by
Sugiyono stated that a decent sample size in the study were between 30 to 500 (Sugiyono, 2009: 74). Based on
these considerations, in this study, researchers took a sample of 15% of the overall population, and thus obtained
sample of 151 people (1004 x 15% = 150.6 = 151). Techniques used in the sampling that is proportionate
stratified random sampling.
Before the analysis, test questionnaire to test the validity and reliability and testing requirements
analysis with normality test, homogeneity, and linearity of the study variables.
Path analysis is one of the analytical tools developed by (Dillon and Goldstein in Hapzi Ali and
Nandan Limakrisna, 2013: 137). Wright developed a method to determine the direct and indirect effect of a
variable, where there are variables that influence (exogenous variables) and variables that are affected
(endogenous variables)
IV. Result and Discussion
Validity and reliability
Test the validity of the instrument item is a statistical test used to determine how valid an item
questions measure variables studied. Criteria valid or invalid item instrument that is if the value r_count> r_
values (table) those items are considered valid, but if r_count<r_ (tables) clause declared invalid or void at the
significance level of alpha () = 0.05 n = 30 . validity for career development variables using the Pearson product
moment formula.
5. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 69 | Page
Table 1: UJI validity leadership style (X1)
Variable Statement 𝑟𝑐𝑜𝑢𝑛𝑡 𝑟𝑡𝑎𝑏𝑙𝑒 Conclusion
1 2 3 4 5
Leadership Style (X1) X1_1 0,799 0,3610 Valid
X1_2 0,786 0,3610 Valid
X1_3 0,837 0,3610 Valid
X1_4 0,845 0,3610 Valid
X1_5 0,593 0,3610 Valid
X1_6 0,808 0,3610 Valid
X1_7 0,729 0,3610 Valid
X1_8 0,130 0,3610 Invalid
X1_9 0,709 0,3610 Valid
X1_10 0,715 0,3610 Valid
X1_11 0,655 0,3610 Valid
X1_12 0,733 0,3610 Valid
X1_13 0,731 0,3610 Valid
X1_14 0,731 0,3610 Valid
X1_15 0,845 0,3610 Valid
X1_16 0,878 0,3610 Valid
X1_17 0,796 0,3610 Valid
X1_18 0,609 0,3610 Valid
X1_19 0,760 0,3610 Valid
X1_20 0,307 0,3610 Invalid
X1_21 0,183 0,3610 Invalid
X1_22 0,829 0,3610 Valid
X1_23 0,652 0,3610 Valid
X1_24 0,344 0,3610 Invalid
X1_25 0,798 0,3610 Valid
X1_26 0,286 0,3610 Invalid
X1_27 0,748 0,3610 Valid
X1_28 0,784 0,3610 Valid
X1_29 0,095 0,3610 Invalid
X1_30 0,853 0,3610 Valid
X1_31 0,766 0,3610 Valid
X1_32 0,353 0,3610 Invalid
X1_33 0,766 0,3610 Valid
X1_34 0,752 0,3610 Valid
X1_35 0,742 0,3610 Valid
X1_36 0,714 0,3610 Valid
X1_37 0,783 0,3610 Valid
X1_38 0,663 0,3610 Valid
X1_39 0,756 0,3610 Valid
X1_40 0,877 0,3610 Valid
Based on Table 1 above it can be seen that test the validity of the 40-point declaration to the variables
of leadership style are invalid item 7 is point 8, 20, 21, 24, 26, 29, and 32. Thus, there are 33 items that valid and
that which is used as an instrument and distributed to the respondents.
The results of test calculations for the validity of organizational culture variables obtained as follows:
Table2: Test the validity of Organizational Culture variables (X2)
Variable Statement 𝑟𝑐𝑜𝑢𝑛𝑡 𝑟𝑡𝑎𝑏𝑙𝑒 Conclusion
1 2 3 4 5
Organizational Culture (X2) X2_1 0,761 0,3610 Valid
X2_2 0,753 0,3610 Valid
X2_3 0,818 0,3610 Valid
X2_4 0,806 0,3610 Valid
X2_5 0,007 0,3610 Invalid
X2_6 0,822 0,3610 Valid
X2_7 0,724 0,3610 Valid
X2_8 0,813 0,3610 Valid
X2_9 0,858 0,3610 Valid
X2_10 0,851 0,3610 Valid
X2_11 0,327 0,3610 Invalid
X2_12 0,662 0,3610 Valid
X2_13 0,791 0,3610 Valid
X2_14 -0,001 0,3610 Invalid
6. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 70 | Page
X2_15 0,765 0,3610 Valid
X2_16 0,785 0,3610 Valid
X2_17 0,830 0,3610 Valid
X2_18 0,866 0,3610 Valid
X2_19 0,021 0,3610 Invalid
X2_20 0,806 0,3610 Valid
X2_21 0,826 0,3610 Valid
X2_22 0,807 0,3610 Valid
X2_23 0,263 0,3610 Invalid
X2_24 0,909 0,3610 Valid
X2_25 0,932 0,3610 Valid
X2_26 0,260 0,3610 Invalid
X2_27 0,827 0,3610 Valid
X2_28 0,826 0,3610 Valid
X2_29 0,885 0,3610 Valid
X2_30 0,183 0,3610 Invalid
X2_31 0,867 0,3610 Valid
X2_32 0,782 0,3610 Valid
X2_33 0,768 0,3610 Valid
X2_34 0,838 0,3610 Valid
X2_35 0,809 0,3610 Valid
X2_36 0,163 0,3610 Invalid
X2_37 0,809 0,3610 Valid
X2_38 0,834 0,3610 Valid
X2_39 0,228 0,3610 Invalid
X2_40 0,425 0,3610 Valid
X2_41 0,890 0,3610 Valid
X2_42 0,798 0,3610 Valid
X2_43 0,872 0,3610 Valid
X2_44 0,136 0,3610 Invalid
According to the table 2 above can be seen that the results of testing the validity of the 44-point
declaration to variable organizational culture that there are 10 items that are not valid, namely item 5, 11, 14, 19,
23, 26, 30, 36, 39, and 44, thus there are 34 items are valid.
Validity test results for the variable career development are as follows:
Table 3: Test the validity of an instrument of career development.
Variable Statement 𝑟𝑐𝑜𝑢𝑛𝑡 𝑟𝑡𝑎𝑏𝑙𝑒 Conclusion
1 2 3 4 5
Career Development
(X4)
X4_1 0,691 0,3610 Valid
X4_2 0,840 0,3610 Valid
X4_3 0,733 0,3610 Valid
X4_4 0,662 0,3610 Valid
X4_5 0,763 0,3610 Valid
X4_6 -0,101 0,3610 Invalid
X4_7 0,792 0,3610 Valid
X4_8 -0,184 0,3610 Invalid
X4_9 0,561 0,3610 Valid
X4_10 0,722 0,3610 Valid
X4_11 0,294 0,3610 Invalid
X4_12 0,670 0,3610 Valid
X4_13 0,343 0,3610 Invalid
X4_14 0,721 0,3610 Valid
X4_15 0,848 0,3610 Valid
X4_16 0,739 0,3610 Valid
X4_17 0,689 0,3610 Valid
X4_18 -0,113 0,3610 Invalid
X4_19 0,756 0,3610 Valid
X4_20 0,616 0,3610 Valid
X4_21 0,858 0,3610 Valid
X4_22 0,856 0,3610 Valid
X4_23 0,013 0,3610 Invalid
X4_24 0,686 0,3610 Valid
X4_25 0,713 0,3610 Valid
X4_26 0,625 0,3610 Valid
X4_27 0,827 0,3610 Valid
X4_28 0,763 0,3610 Valid
X4_29 0,820 0,3610 Valid
7. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 71 | Page
X4_30 0,791 0,3610 Valid
X4_31 -0,054 0,3610 Invalid
X4_32 0,557 0,3610 Valid
X4_33 -0,184 0,3610 Invalid
X4_34 0,818 0,3610 Valid
X4_35 0,857 0,3610 Valid
X4_36 0,819 0,3610 Valid
X4_37 0,841 0,3610 Valid
X4_38 0,721 0,3610 Valid
X4_39 -0,113 0,3610 Invalid
X4_40 0,822 0,3610 Valid
X4_41 0,091 0,3610 Invalid
X4_42 0,274 0,3610 Invalid
Based on Table 3 above it can be seen that the results of testing the validity of the 42-point declaration
to the variable career development there are 11 items that are not valid that item 6, 8, 11, 13, 18, 23, 31, 33, 39,
41, and 42, so there are 31 valid items.
Test reliability of the research variables can be seen in the following table:
Table 4: reliability test
Variable Cronbach’s Alpha N of Item
Leadership style (X1) 0,978 33
Cultural Organization (X2) 0,985 34
Career Development (Y) 0,974 31
Source: The results of data processing with SPSS 22:00
Based on Table 4 above it can be seen that all variables have a value of Cronbach's alpha> rtable, so for
all variables declared reliable and can be forwarded to the data collection.
Test requirements analysis normality test.
Normality test aims to Determine the error distribution Obtained normal distribution or not. Terms
of normally distributed error ie if Lcount maximum is greater than Ltable. The standard error normality test
results in this study are summarized in the following table:
Table 5: Normality Test Standard Error Estimates results
No error Lmaximum count Ltable (0,05) Error Basic
1 X1 with Y 0,0719 0,081 Normal distribution
2 X2 with Y 0,0804 0,081 Normal distribution
Normal Terms Lmaximum count> Ltable
Source: The results of data processing with SPSS 22:00
Based on the calculation above normality test can be seen that the error of all the variables that are in
the reception area so that the null hypothesis of normal distribution.
Homogenity test
Homogeneity test aims to determine that the variance is homogeneous or not. Homogeneity testing
criteria that is received H1 if X2count value is smaller than X2table and accept H0 if X2count X2table value is
greater than the significance level α = 0.05. The homogeneity test results in this study are summarized in the
following table:
Table 6: Variance Homogeneity Test Results
No Error number of Samples dk X2
(0,05) Conclusion
X2
count X2
table
1 Y grouped on X1 121 84 16,858 96,598 Homogeneous
2 Y grouped on X2 121 86 24,125 96,598 Homogeneous
Prerequisites homogeneous X2
count< X2
table
Source: The results of data processing with SPSS 22:00
Based on calculations obtained homogeneity X2count value smaller than X2table so that H1 is accepted and
concluded that all the errors in this study showed homogeneous variance.
8. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 72 | Page
Research result
The results of the study as table 7 below with variable coefficients leadership style (X1) and
organizational culture (X2) is (Pyx1 = and Pyx2 =) and correlation between variables X1 and X2 are that can be
presented as figure 3 below:
Table 7: Coefficients regression
Coefficientsa
Model Unstandardized Coefficients Standardized Coefficients t Sig.
B Std. Error Beta
1 (Constant) 14,814 8,853 1,673 ,000
X1 ,503 ,072 ,495 6,954 ,000
X2 ,382 ,074 ,370 5,197 ,000
a. Dependent Variable: Y
Source: Output SPSS 23.0 for windows
Source: data processing, 2016
Figure 3: Structure Results Path Analysis
Determination analysis (R2
)
The R value of 0.763 in Table 8 shows the double-variable correlation Leadership Style and Culture
Organization of the Career Development. Taking into account the variations in the value of R Square of 0.582
which indicates the magnitude of the role or contribution of Leadership Style and Culture Organization of the
Career Development by 58.2 percent while the remaining 51.8 percent is influenced by other variables.
Other variables that can affect the Career Development and Performance of teachers aside from
leadership style and organizational culture are variable Organizational Climate, Leadership Style,
Organizational Commitment, (Nandan Limakrisna, Zulki Zulkifli, Hapzi Ali: 2016). Besides other variables that
can affect Professionalism is like the results (Mukhtar, Risnita, M. Shoffa Saifillah, Hapzi Ali, 2016), That the
Knowledge Management and Work Commitment positive and significant impact on service satisfaction and
impact the Career Development and Performance of teachers.
Table 8: Model summary
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 ,763a
,582 ,575 7,3344
a. Predictors: (Constant), BdyOrg_X2, GYKep_X1
Source: Output SPSS 23.0 for windows
Partial effect (t test) and influence simultaneously (Test F)
Assessment of the effect of partial aims to test whether each independent variable significantly
influence the dependent variable partially with α = 0.05 and the acceptance or rejection of the hypothesis. Partial
test (t test) to answer a hypothetical one and two of this study.
Table 9. T Test Results (Partial)
No variables tcount Sig. T
1 Leadership style (X1) 6,954 0.000
2 Organizational culture (X2) 5,197 0.000
Source: The results of process data from SPSS 23.0 for windows
From Table 9 above were obtained tcount leadership style variable of 6.954, meaning tcount> t table
(6.954> 1.9801). Thus, Ho refused and H1 accepted, meaning that there are significant partial leadership style
on career development. To test the significance gained output of 0.000 which is smaller than 0.05, it can be
concluded that leadership style significantly influence career development. Thus the first hypothesis is accepted.
9. Analysis of Leadership Style and Oranizational Culture Effect on Career Development at Ministry …
DOI: 10.9790/487X-1811046574 www.iosrjournals.org 73 | Page
Tcount organizational culture variable amounted to 5.197 which means greater than t table (5.197>
1.9801). It can be stated that H0 rejected and H1 accepted, meaning partially contained organization with
cultural influences on career development. Furthermore, the significance test showed 0.000 which is smaller
than 0,005, so it can be concluded that organizational culture significantly influence career development. This
means that the second hypothesis is accepted.
The third hypothesis stating leadership style and organizational culture influence on career
development simultaneously can be answered from table 10 below:
Table 10. F test results simultaneously
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 8856,293 2 4428,146 82,317 ,000b
Residual 6347,707 118 53,794
Total 15204,000 120
a. Dependent Variable: PengKar_X4
b. Predictors: (Constant), BdyOrg_X2, GYKep_X1
Source: Output SPSS 23.0 for windows
From table 10 values obtained Fcount 82.317 which means greater than F table (82.317> 3.07) with a
significance value of 0.000 less than 0.05. It can be stated that H0 rejected and H1 accepted, meaning there is
simultaneously a significant influence leadership style and organizational culture on career development. Thus,
the third hypothesis is accepted.
1. Leadership Style on Career Development
Leadership style directly influence career development. A person's leadership style will basically give
yourself a color on the leadership and the people they lead. With a leadership style that certainly has a
uniqueness between each leader, someone will be able to influence and mobilize subordinates in carrying out
activities to achieve organizational goals. Activities subordinates who may be affected by the leader of one of
them is a person's activity in the development of his career.
Career development, consists of dimensions and or indicator: Achievement is satisfactory, known
others, faithful to the organization, Utilization coach, support colleagues, and opportunities to develop.
Leadership style consists of dimensions and or indicator: Authority leadership, participation in decision making,
the Authority took the decision himself, Hak member and Building Trust.
The results of this study are supported by research conducted Kochan and Heinz (2012) that there is an
influence on the leadership style of management (development) career.
2. Cultural Organization on Career Development
Cultural organizations directly influence career development. These findings indicate that all
provisions (values, beliefs, rules) that must be obeyed by members of the organization together in realizing the
goals of the organization will provide penngaruh on the career development of individuals. Therefore when the
pad Cultural Studies that there is a positive or support agency will provide positive penaruh (supportive) against
the individual effort in the development of his career.
Career development, consists of dimensions and or indicator: Achievement is satisfactory, known
others, faithful to the organization, utilization coach, support colleagues, and opportunities to develop.
Organizational culture consists of the dimensions and or indicator: Mission, Consistency, Involvement, and
Adaptation
This study was supported by research conducted by Sahib rasool, et al (2012), W.P. Richard
Wickramaratne (2013), and Gayani Elvitga et al. The research results proved that organizational culture has a
direct effect relationship and closely with employee career development.
3. Leadership Style and Culture Organization of the Career Development
Leadership style and organizational culture influence on career development. Hypothesis test results
found that leadership style and organizational culture influence on career development. That is, that the style of
leadership that is the way in which a leader in influencing subordinates and organizational culture that serves to
give identity to its members can provide penaruh to the development of one's career. Thus, Likes and dislikes
these two factors can not be ignored and should be a concern if the individual wants a successful career
development.
Career development, consists of dimensions and or indicator: Achievement is satisfactory, known
others, faithful to the organization, Utilization coach, support colleagues, and opportunities to develop.
Leadership style consists of dimensions and or indicator: Authority leadership, participation in decision making,